Chapter 3
Motivation:
Maximizing Productivity
Chapter 3 Objectives
• Explain why motivation is important to your success
•
•
•
•
and describe the basic behavior model.
Explain the difference between needs and wants.
Describe the contributions of four major theorists to
the study of human motivation.
Explain the application of motivation theories.
Describe how motivators are changing in the current
work environment.
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Importance of Motivation
• Motivation is the emotional stimulus that causes us
to act—a need or a drive that energizes certain
behaviors.
• If we understand what motivates us, we are more
likely to achieve our personal and professional goals.
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Figure 3.1
A Basic Behavior Model
Need
causes
Tension
causes
Action
causes
Relief
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Wants versus Needs
• Primary needs are required to sustain life.
 Basic physiological needs for food, water, sleep, shelter,
etc.
• Secondary needs are psychological and complex.
 Include needs for security, love, respect, autonomy, etc.
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Four Theories of Motivation
Maslow’s Hierarchy of Needs
• Maslow’s hierarchy of needs theory became an
important building block in understanding human
behavior.
• The five need levels are:
 Physiological needs
 Safety and security needs
 Social needs
 Esteem needs
 Self-actualization needs
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Four Theories of Motivation
(cont.)
Herzberg’s Two-Factor Theory of Motivation
• Herzberg concluded that two sets of factors
influence the behavior of individuals at work.
 Hygiene factors
 Motivational factors
• Herzberg’s two-factor theory extended Maslow’s
ideas and made them more specifically applicable to
the workplace.
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Four Theories of Motivation
(cont.)
McClelland’s Acquired Needs Theory
• McClelland’s acquired needs theory states that
needs are the result of early personality
development.
• Through cultural exposure, people acquire a
framework of three basic needs:
 Need for achievement
 Need for power
 Need for affiliation
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Four Theories of Motivation
(cont.)
Vroom’s Expectancy Theory
• Vroom’s expectancy theory views motivation as a
process of choices.
• Behaviors stem from expecting certain results.
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Four Theories of Motivation
(cont.)
New Methods of Motivation
• Unconventional and cost-effective means are
necessary to increase staff motivation and retention.
• Recognition is the preferred motivator.
• Employees work harder when they feel valued for
their contributions.
• One often overlooked method of motivating
employees is applied attention.
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Applying Motivation Theories
Finding Fulfillment
• Recognizing possible outcomes and behavior choices
can turn difficult situations into positive ones.
• Avoiding negative behaviors and considering which
behaviors are beneficial in the long run can result in
the desired need fulfillment.
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Figure 3.5
A Basic Motivation Model
Need
Frustration
Fulfillment
Nonfulfillment
Positive
Behavior
Chapter 3 Motivation: Maximizing Productivity
Negative
Behavior
12
Applying Motivation Theories
(cont.)
Motivating Others
• The output of followers usually depends on their
motivation to do what they are asked to do.
• Leaders have some influence over the followers’
level of motivation.
• Research has identified three motivational source
fields that influence individual behavior.
 Outside forces
 Inside forces
 Early forces
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Figure 3.6
Motivational Source Fields
SOURCES OF FOLLOWER
MOTIVATION
Outside
Forces
Inside
Forces
Early
Forces
Chapter 3 Motivation: Maximizing Productivity
DEGREE OF POSSIBLE
LEADER INFLUENCE
HIGH
MEDIUM
LOW
14
Figure 3.7
Methods for Enhancing Motivation
1.
Sell; don’t tell.
2.
Let your followers
make their own
decisions.
3.
Delegate, don’t dump.
4.
Set goals with your
followers.
5.
Listen to your followers
and let them know you
are listening.
6.
Follow through.
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Figure 3.7 (cont.)
Methods for Enhancing Motivation
7.
Don’t change course
midstream.
8.
Build in a monitoring
system.
9.
Give criticism
gracefully.
10.
Have a plan for
employees’ future.
11.
Avoid hasty judgments
about work style.
12.
Use rewards and
incentives.
13.
Encourage camaraderie
and friendship among
employees.
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How Motivators Are Changing
• Four generations are now fully engaged in the
workplace:
 Traditionalists (born before 1946)
 Baby boomers (born between 1946 and 1964)
 Generation X (born between 1965 and 1979)
 Generation Y (born after 1979)
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How Motivators Are Changing
(cont.)
Generational Motivators
• Traditionalists are characterized by fiscal restraint
and a strong work ethic.
• Baby boomers are more motivated by work that
provides a sense of identity. They want:
 Interesting and challenging work
 Recognition and appreciation for a job well done
 More participation in decision making
 More leisure time
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How Motivators Are Changing
(cont.)
Generational Motivators (cont.)
• Generation X workers:
 Quick thinking, risk taking, entrepreneurial
 May jump from job to job if work is boring
 Want to control their destiny, make all the decisions, and
keep all the money
 May be more loyal to personal careers than to company
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How Motivators Are Changing
(cont.)
Generational Motivators (cont.)
• Generation Y workers:
 Viewed as loyal and hardworking if they see value in what
they’re doing
 Multitask easily, expect constant access to information,
have zero tolerance for delays, and a strong need for
continual stimulation and challenge
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How Motivators Are Changing
(cont.)
New Methods for Motivating Workers
• Education and training
• Job enrichment and job expansion
• Choices, freedom, and flexibility
• Encouragement and praise
• Leisure time
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Key Terms
• Motivation
• Safety and security
• Primary needs
• Secondary needs
•
• Maslow’s hierarchy of
•
needs theory
• Physiological needs
•
Chapter 3 Motivation: Maximizing Productivity
•
needs
Social needs
Esteem needs
Self-actualization needs
Herzberg’s two-factor
theory
22
Key Terms
(cont.)
• Hygiene factors
• Vroom’s expectancy
• Motivational factors
theory
• Motivational source
fields
• McClelland’s acquired
needs theory
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